Nestlé in society Creating Shared Value and meeting our commitments 2015

Nestlé in society:
Creating Shared Value
Nutrition, health
and wellness
Rural development
Water
Environmental
sustainability
Human rights
and compliance
Our
people
Diversity and equal opportunity G4-DMA, Equal remuneration for women and men G4-DMA
Gender Balance business sponsors
To embed our Gender Balance Initiative, each market and
business has identified a local business sponsor. Working with
the local steering committee, which sets priorities and tracks
progress each quarter, the business sponsor helps overcome
local challenges and shares learnings with other sponsors.
Improvements are linked to an Operational Master Plan, which
is developed at the market level. Achievements and progress
are shared with other markets by web conference three or four
times a year.
Thoughts from our Gender Balance business sponsors
Managing the coffee business in Greece in times of
severe crisis, I have come to realise that business
success is relying more than ever on the quality and
motivation of our people. In this context, I feel proud,
as a GBBS that in the last three years, our company
has managed to increase the female talent pool to
50%, as well as achieving more than 40% female
successors in key positions. I have no doubt that
these have contributed to the resilience that Nestlé
Greece has demonstrated in the hard times of crisis
in comparison to the rest of our competitors.
Moreover, my sponsor role reminds me constantly
that a major duty of a leader is how to ensure and
manage the maximum diversity in their teams, as
this is a unique source of competitive advantage.”
Ilias Papadopoulos, Business Executive
Manager, Nestlé Hellas
The journey of Nestlé Middle East to enhance gender
balance has been both enriching and rewarding. As
the GBBS, I am happy and proud to see the tangible
results and significant actions taken at a market level.
We have witnessed increased awareness, a mindset
shift, and an increased maturity level across the
organisation, all leading to stronger complementarity
among team members. The percentage of women
among total managerial positions held in the Middle
East has gone up from 16% in 2011 to 23% at the
end of 2014. In addition, today, four women hold
senior positions in top management.”
George Badaro, Business Executive Manager,
Nestlé Middle East FZE
Inclusion and gender balance promote
complementary thinking, which definitely impacts in
good decision-making. Most of all, we are part of a
Nutrition, Health and Wellness company, where more
than 60% of food decisions at the point-of-sale are
made by women. If we recognise that gender
balance is not exclusively a women’s issue, our real
challenge is to demonstrate ourselves that the entire
organisation benefits when its workforce is more
diverse and when we are aware that women and men
face different challenges in career advancement. So if
we create the appropriate conditions and increase
gender balance in organisations, it will improve the
quality of life at the workplace for everyone.”
Susana Del Castillo, Consumer Services
Manager, Nestlé Peru
Networks
A key component of ensuring a sustainable gender balance
within an organisation is creating solid links between women.
Nestlé encourages the work of professional groups and
committees within its companies that can collect shared
experiences and develop female business leaders.
In Germany, for the past six years, we have participated in
the annual CrossMentoring project, to help more women
move into leadership positions. Around five women are
nominated each year and supported in their professional and
personal development with access to an experienced mentor,
who is a leader from another company such as SEB, University
Hospital Frankfurt, Deutsche Bahn or Deutsche Börse. Costing
us around EUR 3000 (CHF 3609) per mentee, the programme
has succeeded in helping women move into a first leadership
role or in taking the next step on the leadership ladder. We are
reviewing ways to increase the impact of the mentoring
project internally, for example by inviting each woman who
has been through the programme to become a mentor for a
more junior female within our organisation.
In 2014, Nestlé Pakistan launched Kero Aitemaad (Believe in
Yourself). The initiative is aimed at challenging stereotypes,
and listening to and tackling the fears of women who want to
return to work. The programme is delivered exclusively by
female employees at different levels of seniority. Kero
Aitemaad gives support to women on how to navigate their
professional lives. Through real-life case studies, they receive
tips and guidance on how Nestlé Pakistan can support them.
In 2014, Nestlé Pakistan also introduced the Nestlé Female
Alumni Network, an initiative to help and inspire former
employees and promote job opportunities. Today, the network
has 60 members, who remain in touch through the platform.
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